Codeofgoodgov Derry by DSd6m6o5


									The Code of Good Governance

Tania Carlisle, Learning and Performance Manager, Arts & Business NI
Sarah McCully, Information and Access Officer, Volunteer Now

Developing Governance Group
Developing Governance Group
 Formed in 2006
 Age NI, Arts & Business NI, Community Change,
 CENI, Early Years, NICVA, NI Sports Forum,
 North West Community Network, Rural
 Community Network, Sport NI, St John
 Ambulance NI, Supporting Communities NI,
 Volunteer Now and Youthnet
What is the Code?
• Code sets out the principles and practices of
  good governance in an organisation as a whole
• A statement of best practice, it is not mandatory
• Endorsed by the Charity Commission and
  Department for Social Development
• The Code is divided into seven main principles,
  each with supporting principles and specific
Resources to support the Code

• DIY Committee Guide, an online governance

• Governance health check
Governance Health Check
    The aim is to help committees/boards to:
•   review their governance arrangements
•   check that they have appropriate systems
    in place and
•   identify areas where they could improve
•   It is a self assessment tool
•   Intended as an internal document
DIY Committee Guide
• Code of Governance – principles
  and sub-principles
• Articles and resources
• Popular topics
Using the Code
Principle 1 Management
committee/board leadership
The Key Principle:
 Leadership is one of the key roles of any
 management committee/board. Every voluntary
 and community organisation should be led and
 controlled by a management committee/board
 which ensures delivery of its objects, sets its
 strategic direction and upholds its values.
Supporting principles
• Set strategic direction to guide and direct
• Ensure effective management of the
  organisation and its activities
• Monitoring the activities of the organisation to
  ensure they are in keeping with the founding
  principles, objects and values
Health Check
Principle 2: The management
committee/board’s responsibilities,
legal requirements and obligations
The Key Principle:
  The management committee/board members
  are equally responsible in law for committee /
  board actions and decisions. They are
  collectively responsible and accountable for
  ensuring that the organisation is performing well,
  is solvent and complies with all its obligations.
Supporting principles
•   Compliance
•   Internal controls
•   Equality and diversity
•   Prudence
•   Managing risk
•   Managing staff and volunteers
                                        Health Check
Responsibilities, legal                 Not   Partially   Fully   Our Evidence   Suggested Evidence
requirements and obligations            Met   Met         Met
Does the committee consider risks                                                Governance
(uncertainties, threats), both short-                                            Operational
term and long-term, in all aspects of                                            Financial
the organisation’s work?                                                         External
                                                                                 Risk assessments carried out

Does the committee/board have clear                                              HR Policies
procedures/guidelines to distinguish                                             Volunteer policies
between staff and volunteer                                                      Organisation charts
responsibility?                                                                  Role descriptions
                                                                                 Job descriptions

Do you meet the legal requirements in                                            Equal opportunity
relation to the recruitment and                                                  Grievance and disciplinary policies
management of staff?                                                             Bullying and harassment
                                                                                 Dismissal and redundancy
                                                                                 Leave entitlements
                                                                                 Access NI checks
                                                                                 Recruitment and selection training
Principle 3: The effective
management committee/board

The key principle:
 The management committee/board should have
 clear responsibilities and functions and should
 organise itself to carry out these responsibilities
Supporting principles
•   Duties and responsibilities
•   The effective management committee/board
•   Information and advice
•   Skills and experience
•   Training, development and support
•   Staff
•   Volunteers
Health Check
Principle 4: Performing,
reviewing and renewing
The Key Principle:
 The management committee/board should
 periodically review its own and the
 organisation’s effectiveness and take any
 necessary steps to ensure that both continue to
 work well and meet legal requirements.
Supporting principles
• Renewal and recruitment
• Review
• Performance appraisal
Health Check
Principle 5: Management
committee/board delegation
The Key Principle:
 The management committee/board should set
 out the functions of sub-committees, officers,
 staff and anyone performing duties on behalf of
 the management committee/board in clear
 delegated authorities and should monitor their
Supporting principles

• Effective delegation
• Terms of reference
• Monitoring
Health Check
Principle 6: Management
committee/board integrity
The Key Principle:
  The management committee/board should view
  maintaining the integrity and interest of the
  organisation as a primary overriding duty. They
  should act reasonably at all times in the interests
  of the organisation and of its present and future
  beneficiaries, users and/or members.
Integrity cont’d

All individual management committee/
board members should act according to
high ethical standards and ensure that
conflicts of interest are properly dealt with.
Supporting principles
• No personal benefit
• Dealing with conflicts of interest
• Probity
Health Check
Principle 7: Management
committee/board openness

The Key Principle:
 The management committee/board should be
 open, responsive and accountable to its users,
 beneficiaries, members, partners, funders and
 others with an interest in its work.
Supporting principles
• Communication and consultation
• Openness and accountability
• Stakeholder involvement
Health Check
Assessing your governance,
why should you bother?
• Protection for individual members and for the
  board as a whole
• Identify gaps and address/mitigate against risk
• Verification of the relevance and robustness of
  current systems and processes
• Protection of services
• Opportunity to increase stakeholder confidence
Demonstrate your support and
compliance with the Code

•   In your annual report
•   Statement in communications
•   Sign as part of induction process
Next steps
• Developing Governance Group members are
  using the Code as part of their governance
  training and information services
• Promote the Code to government departments
  and funders
Questions and Answers

      followed by
Discussion on key issues

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